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School of Inspired Leadership

Faculty: Arvind Nair


Program: Business Leadership
Phone:
9810601654
Contact Hours: 30 Hours each
Email: arvindcnair@gmail.com
Sessions: 20

Course Description:
The course is focused on understanding the principles of Business Strategy at the level of
enterprise as well at the level of industry. Participants will have an opportunity to apply the
concepts of strategy to different industries including FMCG, RETAIL and multi product
conglomerates.

Learning Outcomes:
The Course Objective would be to:
Learning Outcome 1: To appreciate the principles that is at the foundation of formulating
strategy.
Learning Outcome 2: Ability to analyse industry status and assess opportunities and
threats to a given industry.
Learning Outcome 3: Analyse strengths and weakness of an enterprise and formulate
winning strategy in the face of given competitive pressures.

Required Material:
The reading material is to be downloaded from HBS articles.
In addition there will be specific case studies.

Pedagogy and Evaluation:


Students will read and discuss concept notes in study groups. They will then have a group
presentation. Case studies will be analysed in class room sessions. There will be a
midsession quiz as well as a final Test analysing a case.
The evaluation criteria are Group Presentation 10 %, Quiz (20%), Final Test (50%) and Class
Participation (20%).

Grading:
Students are graded based on their absolute performance level. There is no relative grading
among the students. There are 5 grades as given below. If a student does not meet the
minimum requirements to earn the lowest grade, the Faculty may choose not to grade
him/her. For a student to achieve a particular grade, the requirements of the previous grade
levels must be met. SOIL follows a 5 points grading system which is as below.
Scale:
Novice

Beginner

Competent

Accomplished

Lowest

Role Model
Highest

The interpretation of the grading scale is as follows:


1. Novice (remembering/ awareness): Struggling to understand the basic
concepts or ideas
Interprets data/information incorrectly, failing to spot obvious errors or
inconsistencies
Does not use numerical, or statistical data effectively to identify issues or problems
Spends an inappropriate length of time analysing the problem rather than finding a
solution
Drives through a preferred solution without considering alternatives
2. Beginner (understanding): Understands each component of the ER & IR in
isolation
Interprets methods used for gathering and summarising data
Recognises problems within their remit
Interprets basic written information
Attentive to detail
Follows guidelines to identify issues
3. Competent (applying/ analyzing): Can explain the various facets of ER & IR
concepts and methods
Identifies and uses various sources of evidence [and feedback] to support outputs
Uses evidence to evaluate policies, projects and programmes
Works confidently with data before making decisions: for example; interpret trends,
issues and risks
Identifies links between events and information
Ensures systems are in place to address business needs
4. Accomplished (integrating/ creating): Can explain the intricacies of ER and
IR concepts logically and its implication for the Organisation
Interprets complex written information
Acquainted with the validity, relevance and limitations of different sources of
evidence
Generates a range of policy options and appraise them based on the evidence
Analyses the significance of external events and situations on the organisation

5. Role Model (mastery): Is capable of creating alternate perspectives and


scenarios based on the fundamentals of ER and IR concepts
Develops new policy and procedures
Develops ways of applying new knowledge and ensures lesson-learning
Comprehends the whole life cycle, including issues relating to operation of systems
and processes
Identifies trends from complex or conflicting data
Takes steps to identify and address the root causes of highly complex problems

Application of Learning:
The course will help students look at an enterprise from the perspective of a C.E.O. and
analyse business issues from a holistic perspective and evolve strategies that work for the
enterprise in a given competitive situation. Class Participation is the key process of
discovery.

Assignments/ Projects:
Group presentation of concept notes.
Sessions

Topics to be covered

In
Cla
ss
Hrs

Session 1 and
2

Course set up & Group


Presentation

Session 3 and
4

Group Presentation

Session 5 and
6

Pre reads /
Assignme
nts/
Others
Assigned
articles

Assigned
articles

WAL MART case study

Case Study

Session 7 and
8

ZARA case study

Case Study

Session 9 and
10

Interim QUIZ and group


presentations

Assigned
articles

Session 11
and 12

Cola Wars case study

Case Study

Session 13
and 14

G.E. case study

Case Study

Session 15
and 16

Final Test

General Guidelines:
In this course we will be relating to each participant as potential C.E.O.s. It is important to
read the assigned material and analyse it in their groups. Participants are invited to
speculate on what solutions they would consider, looking at the issues from the view of a
C.E.O.
In the class room session Class participation is necessary .The issue is not about having the
right answer but the focus is on the willingness to take a stand and be willing to be
challenged.

Faculty Profile:
1. Postgraduate from IIM Ahmadabad
2. Since 1991 have been CEO or M.D. of different companies. These include
- C.E.O. Hitachi Air conditioners Ltd,
-M.D. Aptech Internet Ltd
-M.D. Dominos Pizza Ltd
-Global C.E.O. of Jumbo Electronics, Dubai
- M.D. DLF Retail developers Ltd.
- Operating Partner, India Equity Partners.
3. Currently . Chairman, Carpediem Capital
4. Have Taught Business strategy at IIM-A for the Management development
Program. As well as guest faculty for the PGP program.